| Team building is key to businesses in
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| | source another resource with the skills
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| delivering profitability and customer
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| | required.
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| satisfaction. Strange as you may think, I
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| | If key resources are missing and this can
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| believe it is also key to employee
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| | negatively affect the end results,
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| satisfaction.
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| | escalate this matter in writing or via
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| A team is made up of a number of people
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| | email to the project sponsor. Make sure
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| charged withdoing a specific piece of
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| | that you also articulate the extent to
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| work. The team is put together primarily
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| | which you have tried to work within the
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| based on the skills required as defined
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| | constraints.
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| for the project. In the fast moving
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| | Coming back to your team. Apply team
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| environment that we live in, the extent
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| | building strategy to get your team to
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| to which team members can work together
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| | work together effectively. Involve them
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| is hardly given any consideration. It
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| | in planning and how to handle the
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| also does not seem practical anyway.
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| | shortcomings. You will be amazed at the
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| So how is team building done under such
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| | extent people will help you when you
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| circumstances? Of course, it is possible
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| | involve them in problem solving. You see,
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| to just drive the team to work towards
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| | the technique is in involving people.
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| the desired end result. But, this is
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| | When you do, they take ownership.
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| where the results will show a difference.
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| | Next is the action plan. Again, planning
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| A team that works well together can
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| | together is a great team building
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| produce better results as opposed to
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| | activity. Frankly, I don't think any
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| individuals who try to outshine each
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| | single person knows that much and can
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| other. The team leader plays a
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| | think through various possibilities to
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| significant role in managing the team and
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| | come up with a real good plan. Team
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| team building becomes an integral part of
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| | building aside, the team members probably
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| the daily managing of the team.
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| | know a thing or two that the team leader
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| There are a few structural items that
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| | might not be aware of.
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| must taken into consideration first.
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| | So, this is real good! Because you get
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| These are items that project managers
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| | 1. more content during the planning
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| will be familiar with. Common sense but
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| | session
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| maybe not common practice.
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| | 2. the team members involved and taking
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| First, the structure of the team, the
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| | ownership
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| number of people and the skills required
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| | 3. the plan done.
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| must be defined as best as possible. I
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| | Remember, however, that the person who
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| say as best as possible because things
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| | facilitates the meeting must be able to
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| are changing so fast that unless you are
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| | bring the best out of the team.
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| repeating exactly the same thing every
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| | Document the outcome of the session.
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| time, it is difficult to be very precise.
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| | Confirm the actions assigned,
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| Most people will factor in some buffer in
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| | responsibilities and deliverables.
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| their plan to cater for this.
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| | I cannot stress enough the significant
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| Second, match the roles and skills
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| | role that the team leader plays. At this
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| required.
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| | point, the team leader should sit with
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| Third, get a group of people who can work
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| | each of the team members to discuss their
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| together.
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| | responsibilities and more importantly to
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| You will be extremely lucky if you
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| | get feedback from them.
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| managed to get all these. Chances are you
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| | At this point, I can hear some of you
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| will not get all of it. But that is the
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| | saying "Where do I get time for all this?
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| typical reality.
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| | I have real work to do". You can either
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| So, first thing is to accept what you
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| | spend extra time now or you may end up
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| cannot change. Believe me! This step
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| | spending it later when things do not work
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| makes a big difference because you stop
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| | so well.
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| using any energy in fighting for
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| | Another tip! Not on team building, but on
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| additional resources and looking at
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| | time management. Fit all these one-on-one
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| innovative ways for bridging the gaps.
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| | sessions as appointments in your calendar
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| I believe the first thing in team
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| | and just get them done. Treat them as any
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| building at this point is to state
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| | other appointment. These sessions may
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| clearly the objectives that the team
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| | prove more useful then some of the
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| needs to achieve. I have seen time and
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| | meetings that you attend.
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| again how teams can be brought together
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| | I have found that I spend my time most
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| if their deliverables are clear to them.
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| | productively when I am busiest. Is that
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| Next is to state the roles and
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| | true for you? Why don't you try it out?
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| responsibilities clearly to all the team
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| | If your team is very big, then probably
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| members. And their deliverables. This
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| | there will be groups within the team. In
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| clarity makes it very easy to know when
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| | this case, the team leader may want to
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| an action has been completed. Look for
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| | meet only with the group leaders. As part
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| the deliverables!
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| | of team building though, each of the
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| So far, it has all been clinical. Typical
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| | group leaders should also meet with their
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| project management stuff.
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| | group members.
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| Well! Guess what? More clinical stuff.
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| | Team building is a big topic. This
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| But it pays.
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| | article on team building covers only the
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| First, check out the actual number of
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| | initial start off when getting a team
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| people against plan. Then, check whether
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| | together. I hope that you are able to use
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| they have the right skills.
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| | it as a solid start in putting a team
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| Once you know where the resource issues
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| | together and getting them to
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| are, put together a plan. This could be
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| | synergistically deliver the results.
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| training, mentoring or continuing to
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